1. 管 理 學 Ch.11 Organizational Design 組織設計
1. Victory is much more meaningful when it comes not just from one person, but from the joint achievements of many. (Howard Schultz)
2. It’s better to hang out with people better than you. Pick out associates whose behavior is better than yours, and you’ll drift in that direction. (Warren Buffett)

2. 組織的目的在於 讓平凡人做不平凡事。
(P. F. Drucker)
不要期待主管給你溫暖，因為他站的位置比你高，比你更寒冷。 (104, Simon)
蜈蚣走路需要 Align.

3. 綱要 11.1 Designing Organizational Structure: 6 個決策要素
11.2 Mechanistic vs. Organic organizations: 機械與有機
11.3 Contingency factors affecting structural choice: 4 個權變變數
11.4 Traditional organizational design options
11.5 Organizing for flexibility in the 21st century

4. 11.1 Defining Organizational Structure
Organizing
arranging and structuring work to accomplish an organization’s goals.
Organizational Structure
the formal arrangement of jobs within an organization. e.g., organization chart.
Organizational Design
a process involving decisions about six key elements:

5. Purposes of Organizing
Organizational structure is the formal arrangement of jobs within an organization. This structure, which can be shown visually in an organizational chart, also serves many purposes. (See Exhibit 10-1.)

6. 設計組織結構： 六個決策要素 1. 工作專業化 4. 管轄幅度 2. 部門化 5. 集（分）權 3. 指揮鏈 6. 形式化
1. 工作專業化 管轄幅度
2. 部門化 集（分）權
3. 指揮鏈 形式化
討論：1. 複雜度 (分科、分層、差異化)，
   集權度，形式化。
2. one best way?

7. 1. Work Specialization 工作專業化
The degree to which tasks in the organization are divided into separate jobs with each step completed by a different person.
Overspecialization can result in human diseconomies from boredom, fatigue, stress, poor quality, increased absenteeism, and higher turnover

8. Economies and Diseconomies of Work Specialization
As Exhibit 10-2 illustrates, at some point, the human diseconomies from division of labor—boredom, fatigue, stress, low productivity, poor quality, increased absenteeism, and high turnover—exceed the economic advantages.

9. 2. Departmentalization 部門化
Functional 產銷人發財
Grouping jobs by functions performed
Product
Grouping jobs by product line
Geographical
Grouping jobs on the basis of territory or geography
Process
Grouping jobs on the basis of product or customer flow
Customer
Grouping jobs by type of customer and needs

10. Functional Departmentalization: cost L, morale H, 隧道視線
Plant Manager
Manager,
Engineering
Manager,
Accounting
Manager,
Manufacturing
Manager,
Human Resources
Manager,
Purchasing

11. Product Departmentalization
Bombardier, Ltd.
Mass Transit
Division
Bombardier-Rotax
(Vienna)
Sector
Recreational Products
Division
Logistic Equipment
Industrial Equipment
Bombadier-Rotax
(Gunskirchen)
Recreational and Utility
Vehicles Sector
Rail Products
Sector 11

12. Geographical Departmentalization
Vice President
for Sales
Sales Director,
Western Region
Sales Director,
Southern Region
Sales Director,
Midwestern Region
Sales Director,
Eastern Region

13. Process Departmentalization
Plant Superintendent
Sawing
Planing and
Assembling
Lacquering and
Department
Milling
Department
Sanding
Manager
Department
Manager
Department
Manager
Manager
Finishing
Inspection and Shipping Department Manager
Department
Manager

14. Customer Departmentalization
Director
of Sales
Manager,
Retail Accounts
Manager,
Wholesale Accounts
Manager,
Government Accounts

15. Departmentalization Trends
Increasing use of customer departmentalization, e.g., 楷模廣告
Cross-functional team - a work team composed of individuals from various functional specialties

16. 3. Chain of Command 指揮鏈 Unity of Command 指揮統一
The continuous line of authority that extends from upper levels of an organization to the lowest levels of the organization and clarifies who reports to who.
Unity of Command 指揮統一
The concept that a person should have one boss and should report only to that person e.g., Enron. Whistling?（吹口哨，打小報告）

17. Acceptance theory of authority
The rights inherent in a managerial position to tell people what to do and to expect them to do it.
Responsibility 職責
The obligation or expectation to perform.
Acceptance theory of authority
the view that authority comes from the willingness of subordinates to accept it.

18. Chain of Command and Line Authority
Line authority entitles a manager to direct the work of an employee. It is the employer-employee authority relationship that extends from the top of the organization to the lowest echelon, according to the chain of command, as shown in Exhibit 10-4.

19. Line vs. Staff Authority
Exhibit 10-5 illustrates line and staff authority.

20. 4. Span of Control 管轄幅度 affected by:
The number of employees who can be effectively and efficiently supervised by a manager.
affected by:
Skills and abilities of the manager
Employee characteristics
Characteristics of the work being done
Similarity of tasks
Complexity of tasks
Physical proximity of subordinates
Standardization of tasks
IS, Culture, Leading style,……

21. Contrasting Spans of Control1 2 3 4 5 6 7
Organizational Level
Members at Each Level
Span of 4
Operatives = 4,096
Managers (levels 1-6) = 1,365
Span of 8
Managers (levels 1-4) = 585 16 64
256
1,024
4,096 8
512

22. 5. Centralization 集權 Delegation 授權 Decentralization 分權
The degree to which decision-making is concentrated at a single point in the organizations.
Decentralization 分權
Organizations in which decision-making is pushed down to the managers who are closest to the action.
Employee Empowerment 賦權
Increasing the decision-making authority (power) of employees.
Delegation 授權

23. Centralization or Decentralization
Exhibit 10-7 lists some of the factors that affect an organization’s use of centralization or decentralization.

24. 6. Formalization 形式化
The degree to which jobs within the organization are standardized and the extent to which employee behavior is guided by rules and procedures.
Highly formalized jobs offer little discretion over what is to be done. e.g., SOP, Explicit job description.
討論：論文的 實質內容與形式規格

25. 11. 2 Mechanistic vs. Organic Organization: Paradigm Shift (軍隊，C&C vs
High Specialization
Rigid Departmentalization
Clear Chain of Command
Narrow Spans of Control
Centralization
High Formalization
Cross-Functional Teams
Cross-Hierarchical Teams
Free Flow of Information
Wide Spans of Control
Decentralization
Low Formalization

26. 11.3 contingency factors 權變理論架構 vs. one best way
權變因素 組織結構 組織效能
.策略 複雜度 獲利，成長
.規模 集權度 顧客滿意
.技術 形式化 員工滿意
.環境
(權力，政治)

27. Contingency Factors: 1. Strategy: Structure follows Strategy (A
Contingency Factors: 1. Strategy: Structure follows Strategy (A. Chandler)
Innovation 攻，Amazon, Starbucks
Pursuing competitive advantage through meaningful and unique innovations favors an organic structuring.
Cost minimization 守，McDonald
Focusing on tightly controlling costs requires a mechanistic structure for the organization.
Imitation
Minimizing risks and maximizing profitability by copying market leaders requires both organic and mechanistic elements in the organization’s structure.

28. 2. Size
As an organization grows larger, its structure tends to change from organic to mechanistic with increased specialization, departmentalization, centralization, and rules and regulations.

29. 實證研究 + e.g., Parkinson’s law: The number of subordinates increases
at a fixed rate regardless of the amount of work produced. 29

30. 實證研究 + e.g., Parkinson’s law: The number of subordinates increases
at a fixed rate regardless of the amount of work produced. 30

31. 實證研究 - 31

32. 實證研究 + 32

33. 3. Technology
Organizations adapt their structures to their technology.
Routine technology = mechanistic organizations
Non-routine technology = organic organizations

34. Woodward’s Findings on Technology, Structure, and Effectiveness
Unit
Production
Low vertical
differentiation
Low horizontal
Low formalization
Characteristics
Structural
Mass
Production
Moderate vertical
differentiation
High horizontal
High formalization
Process
Production
High vertical
differentiation
Low horizontal
Low formalization
Most effective
structure
Organic
Mechanistic

35. 4. Environmental Uncertainty
Mechanistic organizational structures tend to be most effective in stable and simple environments.
The flexibility of organic organizational structures is better suited for dynamic and complex environments.

36. 11.4 Traditional Designs (Mechanistic)
1. Simple structure 簡單結構
Low departmentalization, wide spans of control, centralized authority, little formalization
2. Functional structure 功能結構
Departmentalization by function: Operations, finance, human resources, and product research and development
3. Divisional structure 部門結構
Composed of separate business units or divisions with limited autonomy under the coordination and control the parent corporation.
討論： 1. 大潤發採購部品保組，遠航飛安室 自主團隊有多自主？

37. Traditional Organizational Designs
When designing a structure, managers may choose one of the traditional organizational designs. These structures tend to be more mechanistic in nature. A summary of the strengths and weaknesses of each can be found in Exhibit 10-10

38. 11.5 Organizing for flexibility (Organic)
1. 團隊編組
2. 矩陣與專案結構
3. 無邊界組織：虛擬，任務編組，開放創新
4. 其他彈性安排: 遠距工作、彈性時間、零工
討論： 從不同球類比賽學習組織設計 Keeping Employees Connected, Managing Global Structural Issues.員工努力工作最重要。組織設計是手段，可支持與促進員工執行工作。Building a learning organization.

39. Contemporary Designs 1. Team structures 團隊編組
The entire organization is made up of work groups or self-managed teams of empowered employees.
2a. Matrix structures 矩陣結構
Specialists from different functional departments are assigned to work on projects led by project managers.
Matrix and project participants have two managers.
2b. Project structures專案結構
employees work continuously on projects; moving on to another project as each project is completed.

40. A Matrix Organization in an Aerospace Firm

41. 3. Boundaryless Organization, 無邊界組織
an organization whose design is not defined by, or limited to, the horizontal, vertical, or external boundaries imposed by a predefined structure. flexible and unstructured
3a. Virtual Organization - an organization that consists of a small core of full-time employees and outside specialists temporarily hired as needed to work on projects. e.g., Nike, A 建設公司
3b. Task force (or ad hoc committee) - a temporary
committee or team formed to tackle a specific short-term
problem affecting several departments. e.g., 運輸年會
3c. Open innovation - opening up the search for new ideas
beyond the organization’s boundaries and allowing innovations
to easily transfer inward and outward.

42. Contemporary Organizational Designs
Organizations need to be lean, flexible, and innovative; that is, they need to be more organic. So managers are finding creative ways to structure and organize work. These contemporary designs include team structures, matrix and project structures, boundaryless organizations, and learning organizations. (See Exhibit 11-1 for a summary of these designs.)

43. Contemporary Organizational Designs (cont.)

44. Contemporary Organizational Designs (cont.)

45. Benefits and Drawbacks of Open Innovation
Many of today’s successful companies are collaborating directly with customers in the product development process. Others are partnering with suppliers, other outsiders, and even competitors. Exhibit 11-5 describes some of the benefits and drawbacks of open innovation.

46. (4) Other Flexible Work Arrangements
4a. Telecommuting - a work arrangement in which employees work at home and are linked to the workplace by computer.
4b(1) Compressed workweek - a workweek where employees work longer hours per day but fewer days per week.
4b(2) Flextime (or flexible work hours) - a scheduling system in which employees are required to work a specific number of hours a week but are free to vary those hours within certain limits.
4b(3) Job sharing - the practice of having two or more people split a full-time job.
4c. Contingent workers - temporary, freelance, or contract workers whose employment is contingent upon demand for their services.

47. Do your assignment 1. Thinking critically about ethics (p. 406)
(1) Identifies Dilemma.
(2) Considers Stakeholders
(3) Analyzes Alternatives and Consequences
2. Internet-based exercise (p. 407): 上網找三個組織之組織圖，討論其優缺點，比較異同。
“政府再造？行政院減肥？部會精簡！”
“workplace flexibility”: “find solutions” 47

48. 回顧
1. Describe six key elements in organizational design. 2. Contrast mechanistic and organic structures. 3. Discuss the contingency factors that favor either the mechanistic model or the organic model of organizational design. 4. Describe traditional organizational designs.

49. Terms to Know organizing organizational structure organizational chart
organizational design
work specialization
departmentalization
cross-functional teams
chain of command
authority
responsibility
unity of command
span of control
centralization
decentralization
employee empowerment
formalization
mechanistic organization
organic organization
unit production
mass production
process production
simple structure
functional structure
divisional structure